In our endeavor to build and sustain the competencies of our employees for continuous growth and development, we want to create a “Learning Culture” in our organisation. The objective is to improve performance of our employees through:

This ensures that the manager not only demonstrates excellence in his or her defined role but is able to take on bigger responsibilities and deliver higher levels of performance.

All our learning programs are aligned with the 14 core competencies identified for success and effectiveness in the organisation at various managerial levels. All modules are based on the experiential learning approach.

  • Action for Personal Excellence (APEX) for Front Line Managers

    Action for Personal Excellence (APEX) for Front Line Managers

    Perspective:
    APEX aims at inculcating grooming skills and developing the right attitudes among our Front Line Managers, enabling them to enhance their professional and personal performance. APEX is a reflective and interactive module and aims to remove various barriers to growth and professional effectiveness.

    Program Objectives:

    • To enhance self-awareness and learn how to use this awareness for personal and professional development
    • To encourage teamwork
    • To develop communication skills
    • To align individual and organisational objectives
  • Building Tomorrow’s Leaders (BTL) For Middle level Managers

    Building Tomorrow’s Leaders (BTL) For Middle level Managers

    Perspective:
    The organisation’s middle level managers have achieved high levels of proficiency in technical and functional skills. To enable them to handle larger roles they need to be formally introduced to the next level of managerial competencies. BTL is designed to help middle level managers understand and achieve the required managerial competencies, through continuous learning and practice.

    Program Objectives

    • To develop leadership skills
    • To foster teamwork
    • To enhance self-development
    • To align individual goals towards organisational objectives
    • To enhance understanding of core functions and the curriculum
  • Leadership Development Program (LDP) for Middle - Senior management levels

    Leadership Development Program (LDP) for Middle - Senior management levels

    Perspective:
    To develop the potential competencies of future leaders, we have designed an LDP program in partnership with IIM–A. The program combines skill building with the exploration of good management practices, as well as exposure to critical new perspectives and approaches in general management and leadership development.

    Program Objective:

    • To understand general managerial concepts and frameworks in the context of blending the best from both Ambuja Cements and Holcim
    • To develop strategic orientation and ability to integrate long term and short term perspectives
    • Become customer focused; create and deliver customer value
    • To manage operations strategically
    • To understand financial metrics and the impact of operating decisions on financial performance
    • To learn how to lead team members to high performance and lead by example
    • To manage change and transformation in the organisation

    Focus:The major focus of the program is on knowledge and skills in order to increase operational performance and managerial effectiveness - both within and across functions. The program focuses less on "what" to achieve and more on "how" to achieve performance targets.

  • Corporate Learning Program for Middle – Senior management levels

    Corporate Learning Program for Middle – Senior management levels

    Perspective:
    Our corporate learning events such as the Senior Management Program (SMP) and the Management Seminar (MS), Senior Leadership Program (SLP) and Leadership Seminar (LS), are designed to hone leadership competencies of senior and middle management employees. The programs are in line with our parent company’s philosophy of empowering people by enhancing the requisite leadership competencies.

    Program Objectives:
    To enhance competence in the areas of strategic execution, effective delegation, fostering team development, networking and collaboration among Holcim managers, leading to self-development and improved professional effectiveness.


HR TRANSFORMATION PROGRAMME:

The changing market dynamics requires new HR approaches and strategies. Assimilation as part of a global company, also poses new challenges for the organisation.

In a rapidly changing business scenario, business leaders provide direction and resources, while Human Resources ensure an enabling organisational culture. To this end, Ambuja Human Resources has undertaken a series of initiatives as part of the HR Transformation Programme.

This HR Transformation programme will focus on the following systems and other interventions in order to bring about a healthy cultural change across the organisation:-

Ambuja Cements Ltd has made sustainability a way of life. This means adopting environmentally safe technologies and optimum utilisation and conversation of natural resources. Sustainable development focuses on economic, environmental and social performance.

  • Corporate Sustainable Development Report 2010Download
  • Corporate Sustainable Development Report 2009Download
  • Corporate Sustainable Development Report 2008Download
  • Corporate Sustainable Development Report 2007Download

Occupational Health & Safety is one of our core values of business. We recognise that the health and safety of our employees, subcontractors, third parties and visitors is vital to our business success. OH&S is integrated with our business processes spanning people, processes, systems, technologies and facilities. OH&S is driven through top management commitment and Visible Leadership across all levels.

Providing a safe workplace

To achieve our vision of "zero harm" to people, we have provided appropriate technology with stringent operational control practices across all operations. All operations are required systematically to implement a series of fatality prevention directives. The directives were developed by Holcim after an in-depth analysis of the major causes of fatalities and encompass hazard identification, risk assessment and controls, training, and maintenance and emergency procedures.

The ACL OH&S management system further guides this approach. Our health and safety policy has been rolled out across all operations and has been included as a key responsibility in line management and business performance. This policy goes beyond the workplace, to address OH&S issues related to Vehicle and Traffic Safety and home safety issues of our employees and their families. We have made significant progress in workplace and personnel safety by focusing on "Safety Observation Process". This intervention focuses on the behavioural Safety aspect of all personnel. Clear organisational accountabilities are supported by a robust program of training, communication and Risk Management processes. A systematic reporting system enables the top management to evaluate the overall direction and efficacy of the health and safety system and develop strategies for improving it. To that end, we compare our own health and safety results regularly with the goals we have set for ourselves and with available benchmarks for the cement sector.

Regular audits ensure that external and internal regulations/standards are implemented and complied with.

  • Occupational Health & Safety PolicyDownload
  • Occupational Health & Safety Cardinal RulesDownload
  • Substance Abuse PolicyDownload

'Prakriti'

Started in 2010, this quarterly publication covers environment conservation efforts taken up during the quarter across ACL Production Plants. It is a platform to showcase and encourage the initiatives taken, while also communicating the latest happenings at the Policy level. In a way, the newsletter is a vehicle for cross-exchange of information.

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